Seite 1 Capacity WORKS The GTZ Management Model for Sustainable Development

Seite 2 What is Capacity WORKS and why is it useful? Is a structured flexible model/system for management of TC projects/programs Focuses on objectives and results( Pivot of the system) Supports management, contacts and cooperation management Helps in planning How, What to do with Whom Helps in monitoring the program Helps in Analyzing & Visualizing the current status of programs/projects Enables managers to take the Good & Applicable decisions in the favor of the program’s objective Helps in reporting back and explaining the projects/programs in a clear and simple way Promote the internal and external communication

Seite 3 Seite 3 The Capacity WORKS Model Capacity WORKS is a management model that offers a structured approach. Within the framework of this approach, Capacity WORKS orients the management of complex projects and programs toward the:  concept of sustainable development,  project/program objectives and results  five success factors.

Seite 4 Seite 4 The Concept of Sustainable Development GTZ is guided by the concept of sustainable development. It defines GTZ‘s unique approach and modus operandi and is a singular characteristic of our work and contract management. The concept embodies numerous principles and quality standards that characterize and shape GTZ’s work (e.g. participation, ownership, economic efficiency and subsidiarity).

Seite 5 Seite Objectives and Results of our Projects and Programs When fulfilling its contracts, GTZ undertakes to achieve objectives and results, which are therefore central to the Capacity WORKS model. The negotiated objectives and results are an essential precondition on which GTZ and its partners design projects and programs that embrace the success factors. All decisions relating to the success factors must be measured against these objectives. The agreement of objectives and results is a fundamental process of political negotiation, and structured accordingly.

Seite 6 Seite 6 Success Factors  Capacity WORKS operates with five success factors which are central to the structured approach of Capacity WORKS, and serve as a methodological guide for contract and cooperation management.  The success factors are instrumental in project and program design. They provide the framework for negotiating the project/program with partners.  Practical experience has shown that the efficiency and effectiveness of interventions increases significantly when the management of a project is systematically oriented toward the five success factors.

Seite 7 Seite To be successful, all projects need: 1.Clear and plausible strategic orientation 2.Clear understanding of who it will be cooperating with and how 3.Operational steering structure 4.Clear understanding of the key strategic processes 5.Measures to develop and consolidate learning capacities

Seite 8 Seite Success Factor 1: Strategy Negotiate and agree on the strategic orientation Does the selection of agreed outputs correspond to the results that are to be achieved? Does the package of outputs describe the path toward a successful positioning of the project/program in its respective market? Are the consultancy approaches implicit in the work packages differentiated and specific? Do they generate the crucial leverage? Have the strategic focal points been defined and communicated? How will the project connect the action strategies of the actors? Have alternative options been considered? Has sufficient account been taken of the risks? Which attitudes might impede progress? Does the strategy consider issues of cultural and political feasibility? Do the strategies aim to transfer process-related and learning capacities?

Seite 9 Seite Success Factor 2: Cooperation Network people and organizations to facilitate change  Internal and External Network of Cooperation Who should be integrated into the project and in what role, who should be ‘on the inside’ and who should not? Which external partners will be drawn into the project in order to activate external resources through exchanges and generate synergy effects? Network is flexible – in course of project internal partners may become external, and vice versa.

Seite 10 Seite 10 Success Factor 3: Steering Structure Negotiate the optimal structure Effective steering structure - rules, rituals, communication patterns and decision-making structures The steering is based on communication and Iinteraction between organizations pursuing a common goal. The steering structure is the result of a process of negotiation. Selecting a project steering structure means selecting forms of communication and interaction. Steering structure functions include: resource management (personnel, funds, time, knowledge and expertise), strategy, decision-making, planning, coordination, conflict management, supervision and results-based monitoring. Process of steering the program Program structure Coordination mechanism

Seite 11 Seite Success Factor 4: Processes Design processes for social innovation Process design – a) processes underlying the interventions meant to bring agreed changes, b) the project’s internal management processes Key processes need to be optimized for quality, stability and speed, avoiding duplication of work and irrelevant activities, focusing on supporting in-process learning by partners. Process selection involves structured negotiation about which processes should be designed, and how – essential to guarantee the acceptance and sustainability of the change processes.

Seite 12 4 levels of capacity development: Policy, Networks, Organizations, Individual 3 orders of learning: To know => To know and use independently => To know and use independently and creatively Knowledge management: organizing and utilizing existing knowledge, making new experience available as knowledge, and institutionalizing instruments and processes 3 stages: 1. Variation: we observe the change. 2. Selection: we select/pickup from the different variations. 3. Re-stabilization: we implement the selection and put it in the organization. Success Factor 5: Learning and Innovation Feeds Innovation Leeds to